Summary
Join the Verizon CX Design Ops team for an interactive session about uncovering your super powers, recognizing your kryptonite and flexing your skills to power a growing, global team.
Key Insights
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Verizon CX Ops evolved from a design apps team into a global CX operations hub supporting 300+ creatives.
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They identified 'superpowers' like super speed to accelerate onboarding and project resourcing.
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Telepathy represents proactive capacity planning and a strategic recruitment pipeline.
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Super gadgets include advanced tools like dynamic reporting and operational playbooks critical for scaling.
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Flight reflects adopting multiple development models (predictive, agile, hybrid) at global scale.
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Super intelligence involves acting as a knowledge hub with consistent, overshared communication to prevent information gaps.
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Super strength lies in building partnerships, breaking silos, and establishing repeatable, scalable processes.
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The team actively monitors and addresses 'cryptonite' such as burnout, silos, miscommunication, and over-commitment.
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Capacity planning is enhanced via quarterly resource planning linked tightly to business priorities and talent visibility.
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They define and track anti-patterns through retrospectives to prevent ineffective practices like bloated meetings and misaligned priorities.
Notable Quotes
"We transformed from design ops to CX ops, providing strategic support across the entire CX organization."
"One of our super strengths is super speed — moving at the speed of light almost."
"Our power of telepathy has enabled proactive solutions like expanded resource capacity planning and a new recruitment process."
"Super gadgets are really important tools and superpowers for design ops scaling to CX ops."
"Flight means how we incorporate multiple models of development, agile, predictive, hybrid, all at global scale."
"We act as an essential knowledge hub, oversharing communications to make sure there are no gaps."
"Our super strength is partnerships — building trust and scalable processes that break silos."
"We have to watch out for our kryptonite — things like burnout, silos, people pleasing, and inconsistent processes."
"Capacity planning always happens through ever-changing uncertainty with foundational elements like design systems."
"We do root cause analysis on issues, defining anti-patterns so we can quickly remedy them, like ineffective meetings."
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